Public Service Commission - Saskatchewan Finance - Government ...

Public Service Commission

Plan for 2012-13

Government of Saskatchewan

PLan for 2012-13 Statement from the Minister I am pleased to present the Public Service Commission’s Plan for the upcoming year. This Plan aligns with Government’s direction for 2012-13, and outlines strategies to ensure a high-performing and effective public service that will enable Government to keep the Saskatchewan Advantage. In my role as Minister Responsible for the Public Service Commission, I look forward to working with the public service this year as we continue to enhance the quality and affordability of life for Saskatchewan citizens, sustain the conditions for lasting economic growth and opportunities for the province, and deliver responsive and responsible government. The Government’s Direction and Budget for 2012-13 are built around Keeping the Saskatchewan Advantage, supporting our sound economic growth so that the prosperity can be shared across the province. The key initiatives outlined in this plan will work towards our vision. I accept responsibility for furthering Government’s commitments while ensuring the Public Service Commission (PSC) is managed with integrity and professionalism, with a commitment to Government’s corporate values and principles. Integrating fiscal responsibility, good public policy, efficient and effective programs, and excellence in service delivery is a key priority. That’s responsible government and an activity that will be reported on as results are achieved. I will report on progress made toward this Plan, within the financial parameters provided, in the PSC’s 2012-13 Annual Report. The Honourable June Draude Minister Responsible for the Public Service Commission

Response to Government Direction Government has renewed its plan for 2012-13 to encourage and support the Saskatchewan Advantage. This plan reflects the Government’s continued focus on economic growth, supporting the creation of new opportunities through strategic investments, ensuring that the prosperity is shared and our quality of life is enhanced. Government’s key priorities and commitments have been supported in the context of a disciplined four-year fiscal plan and are presented in the Government Direction for 2012-13.

Government’s Vision “… a strong and growing Saskatchewan, the best place in Canada – to live, to work, to start a business, to get an education, to raise a family and to build a life.”

Sustaining growth and opportunities for Saskatchewan people

Improving our quality of life

Making life more affordable

Delivering responsive and responsible government

Government’s vision and four goals provide a directional framework for ministries, agencies and third parties to align with these priorities and to develop their plans to achieve greater success in the efficient delivery of government services. All ministries and agencies will report on results achieved, or not yet achieved, in their 2012-13 annual reports. This honours Government’s commitment to keep its promises and ensures greater transparency and accountability to the people of Saskatchewan.

Mission, Strategies and Actions Mission Statement The Public Service Commission provides excellence in human resource management and organizational effectiveness to enable a high performing and innovative professional public service to do their best work for Saskatchewan citizens.

The Public Service Commission contributes to all four of Government’s goals by working to build and maintain a professional public service and a high performing organization. Detailed strategies and actions supporting these goals are listed below.

Strategy Drive organizational performance

Key Actions ÖÖ Champion the strategy for public service renewal to improve the quality of programs and services provided to Saskatchewan citizens and engage public service employees. ÖÖ Build a values-based culture to foster citizen-centred service excellence, enterprise approaches, operational efficiency and innovation. ÖÖ Provide support to Deputy Minister Committees in the assessment and evaluation of government programs, services and delivery mechanisms. ÖÖ Utilize workforce planning to ensure the public service has a skilled and productive workforce available now and in future years to provide quality programs and services to Saskatchewan citizens. ÖÖ Create a public service that is smaller, more effective, efficient and responsible. Continue to provide support to the Deputy Minister Committee leading the government-wide strategy to reduce the size of the public service over four years, with a goal of reaching a 15 per cent reduction in the public service by 2014-15. ÖÖ Continue to lead the successful implementation of the Lean methodology across the public service to improve the quality and efficiency of government’s processes. ÖÖ Commence negotiations of new collective bargaining agreements that balance the rights of public service employees and the needs of the public service with the Saskatchewan Government and General Employees’ Union and the Canadian Union of Public Employees. ÖÖ Increase public service productivity and engagement through a management strategy focused on reducing sick leave usage through attendance support. ÖÖ Develop a comprehensive health and safety strategy to ensure safe work environments and practices and better manage return-to-work.

2

Plan for 2012-13 | Public Service Commission

Photo Credit: Enterprise Saskatchewan, Greg Huszar Photography, Mosaic Belle Plaine site

Strategy Support a highly skilled workforce

Key Actions ÖÖ Lead the implementation of people management and workforce recruitment and retention initiatives as key components of the strategy for public service renewal, including the development of diversity and youth action plans and proactive recruitment efforts for critical talent segments. ÖÖ Review compensation and benefit practices for positions with historical and on-going recruitment challenges. ÖÖ Manage a Corporate Mentorship Program to provide career and professional development opportunities to public service employees. ÖÖ Provide orientation support to all new employees. ÖÖ Enhance the service-wide talent management strategy to ensure senior leaders in the public service have the skills and management expertise needed to deliver programs and services, and expand the strategy to middle management levels. ÖÖ Enhance learning and development, including online e-training and continue to provide opportunities to senior and executive leaders and policy professionals through the Johnson-Shoyama Graduate School of Public Policy. ÖÖ Refine and enhance the Summer Student Hiring program.

Strategy Strengthen client service

Key Actions ÖÖ Review and optimize the operation of the centralized Employee Service Centre for human resource administration and payroll to realize efficiencies in the provision of these services and reduce costs. ÖÖ Reduce hiring times from 95 to 35 days and classification times from 48 to 5 days (for new/vacant positions) and from 138 to 35 days (for encumbered positions) to meet the needs of hiring managers in the public service. ÖÖ Apply Lean methodology to review and improve PSC processes to realize operational efficiencies. 2012-13 reviews are planned for learning registration and tracking, return-to-work, employee off boarding, and human resource information management. ÖÖ Work to ensure compliance in process and practice with The Public Service Act and The Public Service Regulations on a daily and on-going basis.


3

Performance Measures Measure

Per Cent of Employees Retained

Retention rate of new employees

80 70 60

71.2

70.0

73.7 63.5

64.2

50

60.0

57.5

40 30 20 10 0 2004-05 (hired 2000-01)

2005-06 (hired 2001-02)

2006-07 (hired 2002-03)

2007-08 (hired 2003-04)

2008-09 (hired 2004-05)

2009-10 (hired 2005-06)

2010-11 (hired 2006-07)

Source: PSC Human Resource Information System, March 2005 to 2006. Government of Saskatchewan, Multi-Informational Database Application System (MIDAS), March 2007, 2009, 2010, 2011, and April 2008.

Measure Description Skilled, diverse, and knowledgeable employees in Saskatchewan’s public service are a key component to ensuring Government priorities are met through strong public policy and effective program and service delivery to the public. The retention rate provides insight into the quality of human resource policies and practices, organizational culture, and leadership within the public service. The retention rate helps to measure the extent to which the public service is able to create a work environment that supports employee engagement and productivity. Retention rates have decreased from 60.0 per cent in 2009-10 to 57.5 per cent in 2010-11. Even with the aim of a smaller footprint for Government, new employees will continue to be needed in critical areas. Declining retention rates for new employees who are committed to good public service and strong public policy put the on-going delivery of programs and services to the public at risk. Although this trend is a concern, it is not a surprise as provincially the labour market has become an employee’s market. A growing provincial economy, an aging workforce with increasing retirements, declining birth rates and a projected increase in the competition for labour (particularly in Western Canada) have created pressure on the provincial labour market. Workers have more choices when it comes to employment opportunities and there are multiple factors influencing these choices including: competitive wages, interesting and challenging work, working conditions, benefits, leadership, workplace values including environmental and community support, support for personal and professional growth, and work-life balance. In 2012-13, the PSC will lead corporate initiatives to improve the retention rate for new high-performing employees. These corporate initiatives include leading the implementation of people management and workforce recruitment and retention initiatives as key components of the strategy for public service renewal, implementing a corporate mentorship program to provide career and professional development opportunities to public service employees, and enhancing learning and development, including online e-training.

4


Photo Credit: Enterprise Saskatchewan, photo by Cal Fehr, Cameco’s McArthur River mine site

Measure Percentage workforce representation by diverse employee groups

2006-07

2007-08

2008-09

2009-10

2010-11

*SHRC Targets

Aboriginal persons

11.2%

11.4%

11.6%

11.8%

12.0%

13.1%

Persons with a disability

3.5%

3.3%

3.1%

3.1%

3.0%

9.7%

3.1%

3.3%

3.5%

3.6%

3.7%

3.8%

Women in senior management

39.0%

40.2%

40.1%

37.9%

40.0%

47.0%

Women in middle mgmt. & other management positions

34.4%

35.0%

37.5%

39.1%

39.0%

47.0%

Youth

11.6%

12.8%

13.4%

13.0%

12.8%

n/a

Visible minority persons

1

Source: Government of Saskatchewan, Multi-Informational Database Application System (MIDAS), March 2007 to 2011. *Targets are set by the Saskatchewan Human Rights Commission.

Measure Description This measure reflects Government’s ability to attract and retain Aboriginal persons, persons with a disability, visible minority persons, women and youth into the public service. There is a compelling business case for organizations to achieve a diverse workforce. Increasing the representation of employees from diverse cultures, genders, backgrounds, and generations allows the public service to better reflect the population of the province, capitalize on the available labour force, and establish a public service that is more creative, producing more thorough solutions to provincial challenges and opportunities. The representation of Aboriginal people, visible minority persons, and women in senior management positions continues to improve and better reflect Saskatchewan Human Rights Commission* targets. The percentage of youth within the public service remains steady at 12.8 per cent. Youth recruitment and retention is a critical priority for the public service because of the increasing number of retirements that have begun and are anticipated over the next decade, as well, the demographic composition of the service does not reflect the composition of the employed provincial population. There remains a noticeable shortage of youth and an overrepresentation of baby-boomers. As of March 31, 2011, 12.8 per cent of all employees and 6.6 per cent of permanent full-time employees were under 30 years of age, compared with 26.9 per cent of the entire employed provincial population2.

1. 2.

Please note: The 2009-10 Visible Minority Persons number has been updated to 3.6% from the 4.3% reported in the 2009-10 PSC Annual Report and the 2011-12 PSC Plan. This update is necessary to correct a “double-counting error” which occurred when the metric was first calculated. Government of Saskatchewan, Multi-Informational Database Application System (MIDAS), March 31, 2011; Statistics Canada, CANSIM Table 282-0001: Labour Force Survey Estimates (including employees and self employed persons), March 2011.


5

Photo Credit: Ministry of Tourism, Parks, Culture and Sport, photo by Paul Austring, Blue Sky over Duck Mountain

Measure Description Continued It is critical to succession management and the ongoing delivery of quality services that the public service has an inclusive workforce. By increasing its commitment and presence as an employer that supports a diverse and inclusive workforce, the public service is enabled to attract and retain candidates to all levels of government, meet current and future skill shortages, and create a workforce that has the capacity to respond to complex challenges and opportunities. In 2012-13, the PSC will continue to build a work environment focused on maximizing the impact of all employee contributions and improve the representation of diverse employee groups within the public service by working with Deputy Ministers to develop a new diversity action plan, refining and enhancing the summer student hiring program, and supporting workforce participation of persons with a disability and visible minority persons.

6


Photo Credit: Tourism Saskatchewan, Hans-Gerhard Pfaff, Downtown Regina

Measure Employee separation rate

8.5

9% 7.5

Percentage of Employee Separations

8% 6.9

7% 5.9

6% 5%

4.2

7.4 5.8

5.9

4.6

4% 3% 2% 1% 0%

2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09

2009-10

2010-11

Source: PSC Human Resource Information System, March 2003 to 2006. Government of Saskatchewan, Multi-Informational Database Application System (MIDAS), March 2007 to 2011.

Measure Description This measures the percentage of permanent full-time employees who leave the public service for voluntary or involuntary reasons. The employee separation rate helps to measure the extent to which the public service is able to retain a highly skilled workforce. The separation rate for 2010-11 increased to 8.5 per cent from 5.8 per cent in 2009-10. This increase is a result of an increase in the number of retirees; 329 in 2010-11, compared to 240 in 2009-10. The Government of Saskatchewan’s permanent full-time voluntary separation rate (7.1 per cent) is higher than the voluntary turnover rate for Canadian companies (6.1 per cent), as well as the average rate for Canadian Government organizations (4.3 per cent)3. Voluntary separations provide an opportunity to prioritize services and programs, which in turn can improve the outcomes of attrition-driven reduction strategies and reduce the size of Government’s footprint. Please note that certain groups and occupations facing higher than average separations require in-depth monitoring and may require customized supports. In 2012-13, the PSC will continue to ensure a healthy separation rate by reviewing compensation and benefit practices for positions with high turnover rates, ensuring all new employees receive orientation supports, and utilizing workforce planning to ensure the public service has a skilled and productive workforce available now and in future years to provide quality programs and services to Saskatchewan citizens.

3.

The Conference Board of Canada, Compensation Planning Outlook 2011: Playing It Safe in the Face of an Unsteady Economic Recovery, 2011, pages 16-17, www.conferenceboard.ca Plan for 2012-13 | Public Service Commission

7

Photo Credit: Tourism Saskatchewan, Greg Huszar Photography, Jones Peak, near Eastend

Measure Percentage of payroll spent on training

Percentage of payroll spent on training

2005-06

2006-07

2007-08

2008-09

2009-10

2010-11

0.50%

0.60%

0.69%

0.77%

0.69%

0.75%

Source: Ministry Year-End Reports, Human Resource Plans, March 2006 to 2011.

Measure Description This measures the amount Government spent on training its employees as a percentage of straight-time annual payroll. The measure provides insight into investment in education, training, and development for employees and helps to measure the success of two strategies, driving organizational performance and creating a work environment that supports a highly skilled workforce. Higher public expectations on services and changing programs, policy, and service delivery models require employees with the right knowledge and skills to effectively perform the work that needs to be done. Maximizing existing employee skills and increased investment in learning and development will assist in engaging employees and keeping their skills current. The risk from current pressures, including an aging workforce, an increasingly knowledgebased economy, and economic globalization, is that the Government and the province’s productivity will lag behind that of our neighbours if investment in learning and development is not addressed. Information on this measure collected in 2010-11 shows 0.75 per cent of payroll was spent on employee training. This is an improvement from 2009-10, when 0.69 per cent of payroll was spent on training. The increase is due mainly to the investment for corporate training in the Lean methodology. By comparison, overall Canadian government organizations spent an average of 1.904 per cent of payroll on employee training. In 2012-13, the PSC will continue to support employees to be successful in their roles by providing internal development opportunities, e-training, on-the job training, mentoring opportunities, and corporate development options through the Johnson-Shoyama Graduate School of Public Policy.

4. 8

The Conference Board of Canada, Learning and Development Outlook 2009: Learning in Tough Times, ISBN 978-0-88763-937-1, page 16. Plan for 2012-13 | Public Service Commission

Photo Credit: Tourism Saskatoon, City of Bridges

Measure Time to fill a permanent full-time vacant position

100

89

95 88 78

80

Days

66

83

82

72

60

55

49

40

20

0

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

2007-08

2008-09

2009-10

2010-11

Source: PSC TRACCOMP and online Career Centre

Measure Description This measures the average number of calendar days it takes to fill a permanent full-time position. The measure provides insight into the PSC’s ability to deliver effective, efficient, and transparent human resource services. The competition for skilled and educated labour now and in the coming decade means the time it takes to staff a position is a risk to Government operations and may result in lost skill opportunities and program and service impacts, if other organizations recruit candidates faster. This is a recruitment issue for the public service as the competition for skilled labour will increase. The time to fill a permanent full-time position has decreased by 11 per cent, from 55 days in 2009-10 to 49 days in 2010-11. Actions that contributed to this decrease through the application of Lean process improvement practices include: the delegation of out-of-scope staffing to all ministries, increased usage of re-assignment processes, shorter posting times, and increased utilization of eligibility lists and lateral transfers. The time for the staffing process to take place is directly affected by a number of provisions in the PS/GE Collective Bargaining Agreement, Commission and Ministry processes, quality of applicants, and the availability of participants’ time. In 2012-13, the PSC will continue to improve the effectiveness and efficiency of the staffing process by continuing to simplify the hiring process and significantly reducing hiring times to an average of 35 days.


9

Photo Credit: Ministry of Tourism, Parks, Culture and Sport, photo by Paul Austring, Buffalo Narrows

Measure Time to complete a classification

Encumbered

160

New/Vacant 138

140 113

120

Days

100

89

81 72

80

62

60 40

57

64

70 48 38

26

26

20 0

107

18

11

16

18

23

27

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11

Source: PSC Classification Tracking System

Measure Description This measures the average number of calendar days it takes to complete classifications for encumbered and new/ vacant positions. The measure provides insight into the PSC’s ability to deliver effective, efficient, and transparent human resource services. There has been a downward trend in the time to complete a classification action over the past year. The time to classify a position has decreased by 36 per cent, from 138 days in 2009-10 to 89 days in 2010-11 for encumbered positions and by 44 per cent, from 48 days to 27 days for new/vacant positions. Classification improvements included better caseload management, HR Consultant training, and new job description forms to ease the workload for managers and make processes more client friendly. The PSC is challenged to provide the level and quality of service expected and needed by Ministry clients. The new human resource service delivery model for the public service has been designed to improve the efficiency and effectiveness of the human resource function supporting the Government of Saskatchewan to achieve its goals. The ability to demonstrate this success by continuing to reduce the time needed to complete classifications is critical. In 2012-13, the PSC will continue to improve the effectiveness and efficiency of the classification process by simplifying and standardizing the process and reducing classification completion times to 5 days for new/vacant positions and 35 days for encumbered positions.

10


Financial Summary

2012-13 Estimates

(in thousands of dollars)

Central Management and Services

4,463

Employee Service Centre

14,507

Corporate Human Resources and Employee Relations

3,350

Human Resource Client Services and Support

14,721

Total Appropriation

37,041

Capital Asset Acquisitions

-

Capital Asset Amortization

1,500

Total Expense

38,541

FTE Staff Complement

330.8

For more information, see the Budget Estimates at: http://www.finance.gov.sk.ca/budget2012-13

Amortization 4% ITO Services 9%

Accommodations 6%

Productivity Fund 8%

Salary 63% Operating 10%


11

Photo Credit: Tourism Saskatchewan, David Buckley, Canoeing, MacFarlane River

Highlights Key highlights for the Public Service Commission in 2012-13 include: ÖÖ Championing a corporate initiative to review and renew the public service, thereby improving the quality of programs and services provided to Saskatchewan citizens, including people management and workforce recruitment and retention initiatives. ÖÖ Coordinating year three of a four-year government-wide plan to continue to reduce the size of the Saskatchewan public service, with a goal of reaching a 15 per cent reduction by 2014-15, primarily through attrition and vacancy management. The 2012-13 Budget brings the total FTE reduction to 1,300 in the first three years, a 10 per cent reduction. ÖÖ Applying Lean methodology to review and improve PSC processes to realize operational efficiencies. 2012-13 reviews are planned for learning registration and tracking, return-to-work, employee off boarding, and human resource information management. ÖÖ Implementing a workplace health and safety strategy to ensure safe work environments and practices. ÖÖ $250,000 to the Johnson-Shoyama Graduate School of Public Policy to assist in the development of a professional public service. ÖÖ Implementing a corporate mentorship program to provide career and professional development opportunities to public service employees. ÖÖ Reducing hiring and classification times to meet the needs of managers in the public service.

For More Information Please visit the Commission’s website at www.psc.gov.sk.ca or call 787-7592 for more information on the Commission’s programs and services. Front Page Photo Credits

12

Canola and flax fields

Biking, Narrow Hills Provincial Park

Motherwell Homestead National Historic Site of Canada

Saskatchewan Legislative Building

Photographer, Charles Melnick

Greg Huszar Photographry


